leeding the way in Illinois - Professional Landcare Network · 2015-03-23 · to provide an...

Love for nature inspired eco-friendly facilityPage 4

Summer 2014

leeding the way

Being efficient addresses • water supply • cost • quality2

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Healing garden comes to life in KentuckyPage 10

in Illinois

2 | Summer 2014 PLANET ADVANTAGE

OUR MISSIONTo advance and communicate the interests of PLANET’s members in the conduct of effective and environmentally responsible landscape services.

The national trade association representing the landscape industry that continuously strives for the highest level of professionalism through education, best practices, and certification.

PublisherDeirdre D’Aniello

eDiTOr in chiefGregg Wartgow

eDiTOrRod Dickens

ArT DirecTOrErin Brown

MeDiA PrODucTiOn rePresenTATiveConnie Wolf

®

PLANET advantage is published quarterly on behalf of the Professional Landcare Network (PLANET) by Cygnus Business Media. 1233 Janesville Avenue, P.O. Box 803 Fort Atkinson, WI 53538-0803Phone 920-563-6388 | Fax 920-563-1699

Printed in the United States.© 2014 Cygnus Business MediaCanada Post PM40612608 Return undeliverable Canadian addresses to: PLANET advantage, P.O. Box 25542London, ON N6C 6B2

PLANET advantage is written for PLANET members and prospective members. We welcome your questions and comments. Address correspondence to: Editor, PLANET advantage1233 Janesville Avenue, P.O. Box 803 Fort Atkinson, WI 53538-0803

For PLANET membership and certification information call:800-395-2522 | 703-736-9666Fax 703-736-9668

Professional Landcare Network950 Herndon Parkway, Suite 450Herndon, VA 20170LandcareNetwork.org

3 | PRESIDENT’S MESSAGEWhat’s in a brand? PLANET is in the process of creating a position, a brand, and a message that reflects who we are and what we do.

10 | FEATUREHealing garden comes to life in Kentucky The psychological and physiological benefits of gardens are celebrated in this medical setting.

12 | FEATURESmart Irrigation month sends messageDespite being encouraged to irrigate more efficiently, property owners still don’t understand the need to maintain their irrigation systems.

14 | FEATUREDay of Service volunteers lend a helping hand A church, day care center, and little league field are among beneficiaries of industry generosity.

17 | CONSUlTANT CORNERHow to boost profits and transform cultures Jeffrey Scott explores how either of two efficiency types can boost profits and transform cultures.

19 | PlANET CENTRAlThe latest landscaping notes and events.

FOR MORE INFORMATION on the PLANET advantage sponsors listed in this issue, please visit: BOBCAT: bobcat.com PLANET: LandcareNetwork.org STIHL: stihlusa.com

10

Cover photo of Navy Pier in Chicago is courtesy of Moore Landscapes, Inc., Northbrook, Illinois. This project received a 2013 National Landscape Awards of Excellence - Grand Award.

4 | COMPANY PROFIlE

LEEDing the way in IllinoisIt was Jeff Sebert’s love for nature that inspired him to start his business in 1985 and, ultimately, build a new eco-friendly facility.

Summer 2014

2014 | 3

PLANET is not the only thing that’s changed since 2005. Nine years ago, smart phones, tablets, apps, social media, and other digi-tal technologies were still on the drawing board and people commu-nicated in essentially the way they had been communicating for years. Getting the word out was easy back then compared to today when a sin-gle message has to compete with lit-erally thousands of other messages customers receive daily.

2005 was also pre-Great Reces-sion, and doing business now is far different from what it used to be just a few ago. As the saying goes, we live and work in a “new nor-mal” and the message we present to customers and the general pub-lic has to reflect this reality.

We have also allowed environ-mentalists, the media, and the gen-eral public to define who we are and what we do. I believe our mes-sage and our identity shares some of this responsibility.

We have an opportunity to grow: to grow new members, to grow our relationship with state groups, and to play an even bigger role as an industry advocate and as the voice of the lawn care and landscape industry. We have an opportunity to go from being a good association

to being a great one. To take advan-tage of this opportunity requires having a look and feel that resounds with the public and a message that is clear and concise.

What we’re talking about is coming up with a new brand for PLANET. This rebranding effort, however, is not about merging two groups. It’s about creating a posi-tion, a brand, and a message that reflects who we are and what we do and represents our members in the right way. Getting to this end, however, is a process. In June, the PLANET board selected New York-based DeSantis Briendel, a corpo-rate branding and marketing com-munications firm, to help us move forward with this initiative.

In the months ahead, the firm will conduct a series of interviews and member surveys. We have also cre-ated a web page, landcarenetwork.org/PLANET/About-Us/PLANET-Rebranding.aspx, to ensure that mem-bers can provide their input, as well.

This is an exciting time. What’s in a brand? The answer is whatever we want it to be. A new brand and message will more clearly define our organization, help our members communicate with their clients, and truly position us to go from being a good association to a great one.

We would love to hear from mem-bers, so send your thoughts or sug-gestions about the association to [email protected]. And don’t forget to visit landcarenet-work.org/PLANET/About-Us/PLAN-ET-Rebranding.aspx to stay informed about this initiative.

It’s about creating a position, a brand, and a message that reflects who we are and what we do and represents our members in the right way.

What’s in a Brand?When PLANET came into being in 2005, it was

to provide an umbrella that would merge the identity of two groups. Over the years, however, our message hasn’t resonated as

clearly with the general public as we would have liked. In fact, we’ve found that without further explanation many people do not understand what type of organization the Professional Landcare Network, or PLANET, is.

President’s MessageBy Jim McCutcheon

Jim McCutcheon, PLANET PresidentLandscape Industry Certified

landcarenetwork.org/PLANET/About-Us/PLANET-Rebranding.aspx



mailto:[email protected]





LoVE for nature inspired Jeff Sebert

(here with his wife Grace) to start his

business in 1985.

Love for nature inspired eco-friendly facility

the Way in Illinois

LEEDing

PLANET ADVANTAGE Summer 2014 | 5

Company profile Sebert landSCaping Co.

Landscape professionals often work in conditions that fail to do justice to their skill and training. As the saying

goes, if they were cobblers their chil-dren would go unshod. This is far from reality for Jeff Sebert. Last year, his corporate headquarters in Bartlett, Illinois achieved Leadership in Energy and Environmental Design (LEED) Gold Certification.

“I wanted a platform to demon-strate who we are and what we do,” said the president of Sebert Landscap-ing. Completed in 2010, the facility, which includes a 14,000 sq.-ft. office and a 14,000 sq.-ft. shop, features a green roof, solar panels, high efficien-cy cooling and lightings systems, and interior trim and doors construct-ed from wood reclaimed from Lake Superior. A 5,000-gallon water fea-ture works in combination with a rain garden and permeable pavers to help detain stormwater.

It was Sebert’s love for nature that inspired him to start his business in 1985 and ultimately build his new eco-friendly building. “As a kid, I spent a lot of time near a pond on my parents’ property in Woodale, Illinois. Even winter months didn’t deter me, as I used it as an ice skating rink. When I was 13, a small willow tree caught my eye. I dug it up, moved it to the pond, and took care of it. That tree grew to over 100 ft. tall

“Twenty-five years later, I drove by the property with my wife Grace and two boys. The tree was still there. I took a cutting from it and eventually planted a sapling near a pond back home in Marengo. That small tree is now 65 ft. high.”

If enjoyment of the outdoors inspired his career, a first job out of school helped dictate what direction it would take. “I worked for a local land-scaping company for five years, sev-eral of those as a crew foreman,” said

Sebert. “When I asked the owner if I could take on other job responsibili-ties, he said there were none. In other words, I had no place or opportunity to grow.” He vowed back then that if he ever owned a company, creat-ing opportunities for his employees would take top priority.

BiG yearThe path to ownership began when he started working Saturdays picking up odd jobs. As demand for his services grew, he bartered landscaping for the use of a garage. In 1985, Sebert made the jump and started his own compa-ny in Itasca. He worked out of a leased facility there for four years until the

landlord bumped up the rent. When some land became available in Bartlett, he made the move to his current head-quarters where crews worked out of modular trailer units until the con-struction of his present facility.

For three decades, Sebert made a concerted effort to grow his compa-ny. He purchased landscaping com-panies in the Chicago suburbs of Elk Grove Village and Naperville and created a satellite location in nearby Romeoville. When a fire leveled his building in Romeoville two years ago, he purchased another property a few miles away in Bolingbrook. “Some-times things work out for the best,” he remarked. “The city and chamber work very well together supporting one another. It has been and continues to be a good place to do business.”

The growth has been good for his company and his employees. Among the four locations, Sebert Landscaping has 340 employees, including 80 who work full time. Revenue is divided 60 percent landscape management, 20 to 25 percent construction, and the remainder in snow management. The

PROFILE:SEbERt LanDScaPIng cO., baRtLEtt, ILLInOIS▶ Owner: Jeff Sebert▶ Service offering: Commercial landscape management▶ Employees: 340; 80 full timePLanEt Member 15 years

SEbErT LANDScAPiNG provides landscape management services to high-end commercial properties. Its sister company, Great Impressions, provides residential design services.

Love for nature inspired eco-friendly facility


company focuses on the commercial market, including office complexes and municipalities. Residential design services are provided by its sister com-pany, Great Impressions.

“It’s so important to offer employees growth opportunities and make them part of the business,” added Sebert. “Yes, they will make mistakes along the way, and that’s why education and training are important.”

From Lean to GreenTo control costs and reduce its carbon footprint, Sebert Landscaping bought into lean management strategies early on in the game. In fact, three- quarters of the company’s mower fleet is powered by propane, with plans in the works to install filling stations. The company is also using battery-powered handheld equipment and is experimenting with charging them in solar trailers.

Its new headquarters building is an extension of Sebert’s desire to be an innovator with green. “In 2007, I

made the decision to build a LEED-certified building. My timing, howev-er, wasn’t the best. By the time I had most of the money lined up in 2008, the Great Recession was upon us. Against the best advice from financial experts, I decided to go ahead with the project anyway.

greenindustryconference.blogspot.com

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SEbErT LANDScAPiNG’S prairie-style facility, complete with native plantings, is an extension of the owner’s desire to be an innovator with green.

Sebert landSCaping Co. Company profile


“Going forward made sense since construction cost, including labor and material, was lower because of the downturn, and we received a couple of grants to install the green roof and solar panels. I hired a project manager who ran the job for a year, all the time keeping the project within 2 to 3 per-cent of the budget.”

Today, the prairie-style facility is complete with native plantings and features a view-inspiring deck for employees to enjoy, along with cus-tomers and industry members who are given tours.

next Generation “This business and industry is about bringing in younger people,” Sebert emphasized. He’s not talking spe-cifically about his two sons either, although the jury is still out on his older one who is in a sustainability program at the University of Minne-

sota. His younger brother is studying music at Columbia College in Chicago

In the meantime, this PLANET member of 15 years exhibited at his first Student Career Days this year. “I want to start an internship program and Jim Paluch told me the best place to begin was at SCD. I’m very excited about the event.

“If I had it to do over again, one thing I would change is getting more involved with PLANET earlier on. One of the biggest challenges we face as an industry is government regu-lations and how representatives in Washington don’t understand how they complicate operating a business, from both a financial and administra-tive perspective. We need PLANET as a strong advocate.

“I would also make more of an effort to network with industry peers.” As he pointed out, short of learning the hard way, by experience, the best education comes from talk-ing with people who’ve been there and done that already. Learning from them is less painful, too.

That’s good advice for PLANET members and industry professionals looking to construct their own LEED-certified building. A trip to Bartlett, for a tour and a talk is a good place to start.

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ThrEE-quArTErS of Sebert’s mowing fleet is powered by propane.

Company profile Sebert landSCaping Co.

Worth the Investment “STIHL products are worth the investment,” says Tanksley

“We’ve been using STIHL for about 16 years. I’m very happy. It’s very dependable equipment. And it’s lasted a long time. I have some trimmers that are up there in age, and they’re still running strong.”

To Tanksley, equipment means everything. “Good, dependable equipment makes things (jobs) go fast. You’ve got to take pride in what you have on your trailer, it shows pride in what you’re doing.”

He and his crews rely on the smart design and comfort of STIHL to carry them through the workday.

“The equipment is very balanced. It doesn’t wear me out. My hands don’t get tired, and my back doesn’t hurt. I think the positioning and the adjustments of the handles is a big key to someone not being worn out by the equipment.”

A Business Model of PrideBy combining his years of experience with a truck full of

STIHL equipment, Tanksley has achieved a level of success he views with pride.

“When your customer sends you a Christmas card at the end of the year and says, ‘Thanks. Hope to see you in the next year,’ that’s when it really means a lot. That’s how I get my satisfaction from it.”

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Meet Matt Tanksley.Matt Tanksley’s first job was mowing lawns. As a 14-year-old, he enjoyed the outdoors too much to take a job inside. Using the money from this business, he eventually put himself through college, bought a truck, and has been in the professional lawn care business ever since. Now, Tanksley’s company manages around 50 properties, providing mowing, trimming and pruning services – jobs he says couldn’t be done without the help of STIHL equipment.

Matt Tanksley grew up on a farm. Both his father and grandfather used STIHL, depending on chain saws and hedge trimmers for regular farm maintenance. After a lifetime of using these tools, Tanksley has come to appreciate the value in a well-made product.

Company: Tanksley Lawn and LandscapingLocation: Cape Girardeau, MissouriFounded: 1998Client base: Primarily residential

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Matt Tanksley


Lexington CanCer Foundation HeaLing garden WeLLneSS

Gardens have long been recognized for their psy-chological and physiolog-ical benefits. Nowhere is

this more important than in a medi-cal setting. This spring, a new healing garden for the Markey Cancer Center at the University of Kentucky Medical Center in Lexington will begin to work its natural magic.

Called the Lexington Cancer Foun-dation Healing Garden after its spon-sor, the garden was designed, engi-neered, and constructed by Lexington-based Henkel Denmark. Among its features are two entrance arbors, a seat-ing wall that encloses the garden, sev-eral large hand-cast stone planters for seasonal color, and LED lighting that keeps the garden open to visitors 24/7.

The beginningCompany co-owner Bill Henkel is a University of Kentucky graduate and longtime supporter of the school. Two years ago, he broached the healing gar-den idea to Vicky Myers, chief devel-opment officer for the University of Kentucky Health Care.

“We wanted a healing garden to improve the experience for our can-cer patients,” explained Myers. “Going through cancer treatment and being far from home is very unsettling for them. In addition to being concerned about their health, they are in an unfa-miliar, institutional-like setting. A gar-den serves to reduce their anxiety and remind them of home.”

She noted that a healing garden would also complement an arts and

health care program already in place at the medical center. The program pro-vides music therapy and features a col-lection of visual arts for patients.

UniqUe projecT“Healing gardens share many of the same qualities as their counterparts in backyards everywhere,” said Henkel, who earned a certification in healing garden design from the Chicago Botan-ic Garden. “They are colorful, offer a degree of solitude, and provide a place to relax and enjoy the surroundings.

“But there are a few important safeguards and exceptions. Acces-

sibility and safety are among them. For example, steps made of stone or another material would not be part of the design, whereas lighting is very important. Furniture and other seat-ing must be comfortable and easy to get in and out of, and chairs need to have arm rests. Many patient visitors have compromised immune systems, which meant special attention was given to plant material and certain hardscaping features.”

Henkel Denmark landscape designer Wendy McAllister, who par-ticipated in several focus group dis-cussions with the medical center staff and cancer patients, learned how par-ticular safeguards impacted the final design. “We had planned to install

Lexington project benefits hospital’s cancer patients and staff

Healing Garden Comes to Life in Kentucky

METAL Arbors and rock mulch were substituted for products with exposed wood that could not be used.

PLANET ADVANTAGE Summer 2014 | 1 1

a water feature, but that was ruled out because of the potential for dis-ease. We also replaced magnolia trees because their leaves give birds a place

to roost and possibly spread disease in the winter.

“Since exposed wood could not be used, we substituted a rock mulch and built the arbors out of metal instead of hardwood.”

Said McAllister, “Limitations placed on the garden didn’t seriously impact our original design, the intent of which is to convey the feeling of inti-macy with nature.”

Spring openingThe new 5,000 sq.-ft. healing garden is centrally located near the facility’s entranceway and occupies space that was once a paved plaza. Henkel Den-mark broke ground on Oct. 7 last year and completed the project 75 days later. Throughout installation, some-where between 20 and 25 employees worked at the site. “This was not your typical construction project,” Henkel added. “Our team had to be very aware of the environment and minimize the noise and dust level.”

Even though the garden’s grand opening wasn’t scheduled until spring, Myers noted that patients have already

reaped some of its benefits. They enjoyed monitoring the installation, and the garden has been accessible since completion. “It isn’t solely for

patients, either,” she remarked. “Fam-ily members, staff, nurses, and doctors can all benefit from the natural therapy. Thanks to a prime location, one doesn’t have to go outside to enjoy its therapeu-tic effect, either. The reception/waiting area looks out onto the garden, and a huge 30 ft. x 20 ft. picture window in the expansive atrium gives those even on the fourth floor a great view.”

When asked about the project’s big-gest challenge, Henkel emphasized how important it was for all the stake-holders to become involved and take ownership. “The focus groups and discussions were very helpful for our team and ensured the final product would meet their expectations. But, just as important, they also served to bring the project to life for everyone.”

Added Myers, “When we first talk-ed about the garden, it was easy to underestimate the level of interest. Instead, patients, staff, administrators, and doctors were all very excited. The enthusiastic response bodes well for other similar gardens on the 40-acre campus, and likely reflects the poten-tial for healing gardens at other medi-cal facilities around the country.”

Henkel agrees. “Their popularity has come full circle. Healing gardens have been popular in the past, but may have lost some of their appeal because of budgetary concerns and space limi-tations. Growing awareness about the psychological and physiological ben-efits of plants, however, has re-stoked interest within the medical commu-nity and organizations like the Lexing-ton Cancer Foundation, which funded the entire project.”

Support has come from other sourc-es, too, Myers pointed out. The plant-ers, which cost in the neighborhood of $20,000, were donated by Illinois-based Longshadow, and Henkel Den-mark has volunteered to maintain the garden free of charge for five years.

Healing Garden Comes to Life in Kentucky

birD’s-EyE rENDEriNG illustrates how the colorful healing garden will offer a degree of solitude while providing a place to relax and enjoy the surroundings.

1 2 | Summer 2014 PLANET ADVANTAGE

WATER BEST PRACTICES

“W ater, water everywhere nor any drop to drink,” is from The Rime of the Ancient Mariner. This line, in a tale about a sailor stranded amid a calm sea, dramatizes just how important fresh water is to life on Earth. Property

owners, not sailors, received a similar message during Smart Irrigation Month in July. The public awareness campaign promotes how the efficient use of water can save money on utility bills, nurture green spaces, protect our water supply for gen-erations to come, and minimize needed investments in infrastructure that stores and carries water. It’s a message that rings especially true to municipalities responsible for doling out water supplies and for property owners who use this precious resource to help maintain their outdoor living space.

“Smart Irrigation Month, observed in July, is an initiative to ‘increase awareness about the value of water,’ ” said Kurt Thompson, irrigation direc-tor for Florida-based Massey Services and chair of PLANET’s Irrigation & Water Management Specialty Group. “It encourages property owners to irrigate efficiently.” Being efficient with water in the landscape addresses the supply and cost of water, and also addresses water quality since efficient water use means controlling the place-ment and the timing of the irrigation, therefore preventing runoff.

“Efficient irrigation practices are not just for arid climates, either,” Thomp-son added. “States like Washington and Florida that receive regular sea-sonal rainfall have high demands on a limited water supply that also mandate irrigation efficiency in the landscape along with proper plant selection and placement and healthy soils.

“Yet, despite the campaign, there is still an awareness gap. Most property

owners don’t understand the need to maintain their irrigation systems just as they need to maintain their heat-ing and air conditioning (HVAC) systems. They don’t just change the filter on their furnace and call it main-tained. No, if the system is to operate efficiently (aka last as long as it should, not waste energy, and not cost a lot to operate), a service person comes out at regular intervals to give it a once over.”

For John Eggleston, general manager for Michigan-based Federal Supply and also a member of the Irrigation & Water Management Specialty Group, enlight-ening customers can provide an oppor-tunity for irrigation specialist and other water managers. “There will always be new installation projects, but there’re a number of old systems out there that can be retrofitted to be made more efficient with new nozzles and smarter controls. There’s also an ongoing transition to web-based controls and apps to accom-pany them, allowing systems to be con-trolled by smart phones from remote locations. In addition, these products are becoming more user friendly.

“Properties that now are being repur-posed, thanks to an economic uptick, provide even more retrofitting oppor-tunities for water managers. End users may lack awareness, but overall, they are more educated than their predeces-sor about the environment and the need to sustain critical resources like water. This doesn’t necessarily translate into an easier sell, but it likely means they would be receptive to suggestions about ways to conserve water, save money, and manage their water supply.”

Being efficient addresses water supply, cost, and quality

Smart Irrigation Month Sends Message

HErE PAcific Landscape Management converted difficult-to-irrigate turfgrass into Sedum.

Look for property owners to be more receptive to suggestions about ways to conserve water.


BEST PRACTICES WATER

The walk-ThroughSuggestions for adequate maintenance often begin with an irrigation system evaluation. “Ideally, property own-ers should have a walk-through per-formed on their system twice a year to ensure turf and shrubs are being watered optimally,” said Thompson. He uses the term “optimally” because systems simply cannot perform per-fectly thanks to wind, sun, and shade, not to mention soil compaction among other site conditions.

“The inspection identifies condi-tions that negatively impact efficient use, such as turf and shrubs that are on the same zone and receive the same amount of water, or spray nozzles and rotators that also share the same zone. Pressure settings may be wrong. There may be inadequate overlapping cov-erage, or certain landscape elements may have outgrown their need for supplemental rainfall.

“The evaluation would likely pres-ent several options, some of which may or may not be economically fea-sible for the owner. Adjusting monthly watering schedules, replacing nozzles, or installing a rain sensor, for exam-ple, would be less costly than install-ing separate zones for turf and shrubs or actually reshaping the landscape to accommodate the current system.”

Thompson reemphasized that the walk-through is the important starting point. It will give the property owner a point of reference about how an irriga-

tion system is operating and what can be done to improve its efficiency.

Bob Grover, Landscape Industry Certified, president of Pacific Land-scape Management in Hillsboro, Ore-gon, agrees, noting, however, that a system evaluation takes time at one of his company’s busiest times of year. To help provide this important service to customers, he created three internship positions. The students work 12 weeks during the summer, evaluating irrigation systems.

“We call the new positions irrigation audit internships. The students, direct-ed by a supervisor, walk properties and look for watering inconsistencies, such as too much or not enough water, exces-sive runoff, and so forth. Then, they will develop recommendations for sub-mission to customers, anything from installing new nozzles and relocating sprinkler heads, to removing turf from areas that are difficult to irrigate.”

His plan is to get evaluations to

commercial customers by September 1, in plenty of time for their budget-ing process.

Saving a preciouS reSourceTo say water or lack thereof is in the news would be an understatement for property owners in parts of drought-stricken Texas. “Water conservation is becoming more of an issue here and in other parts of the country,” said Alan Richmond, vice president of Irrigation and Drainage for Dal-las-based Southern Botanical. “The industry has to get upfront about the best way to save this resource.”

Richmond, also a member of PLANET’s Irrigation & Water Man-agement Specialty Group, said his company has a broad-based strategy to address water conservation. “We’re very active with smart controllers and can control 300 properties right from our office,” he related. “Weather changes so drastically here that one of our biggest challenges has been to go into the field to change or adjust systems. Now, most of our customers’ properties are set up with weather stations, and some systems will automatically self-adjust depending on conditions.

“We also retrofit systems with new water-saving valves and heads and even have changed some over to drip. The word is that drip can be upwards of 90 percent efficient compared to 60 percent for more traditional irrigation systems.”

According to Richmond, Southern Botanical tries to be proactive in areas that go beyond educating the custom-er and installing new technologies. “We also try to work with munici-palities to sort out the best way to save water. Restrictions usually don’t make any sense and often can be avoided by working out a plan of attack with water suppliers. We all want to con-serve a valuable resource, and there’s more than one way to that end.”

This important end, he added, begins with the message about the need to irrigate efficiently.

“Most property owners don’t understand the need to maintain their irrigation systems.”

1 4 | Summer 2014 PLANET ADVANTAGE

Earth Day NatioNwiDE

For the last five years, lawn and landscape profession-als across the country have observed Earth Day by giv-

ing their time and resources to reinvig-orate green spaces within their com-munities. Over this period, they have completed nearly 1,000 projects with the help of more than 12,000 volun-teers, at an estimated value of $4 mil-lion. The projects have benefited indi-viduals and communities alike, includ-ing veterans, nonprofit organizations, social services facilities, community parks, and schools.

Earth Day this year again saw an outpouring of support from PLANET members and nonmembers alike who

pitched in to lend a helping hand. In Cuba, Missouri, Lowes’ Landscaping created a hillside sign for a day care center. “Our goal was to get the chil-dren involved, to teach them how to plant and care for plant mate-rial,” said compa-ny president Erik Lowes. “We used leftover pavers, along with some mulch, compost, and annual color to spell out ABC. Approximately 30 kids between the ages of 5 and 10 from the day care cen-ter participated throughout the day.”

Getting a Little League field ready

Sixth year for Earth Day event

Day of Service Volunteers Lend a Helping Hand

LEfToVEr PAVErs, mulch, compost and annual color were used to create this sign at a day care center.

Erik LowEs gives children a quick primer on installing plant material.


NatioNwiDE Earth Day

for GrAsshoPPEr LAwNs volunteers, the day was spent fertilizing, liming, applying weed and vegetation control, and aerating.

GETTiNG A Little League field ready for spring was the challenge for Grasshopper Lawns’ volunteers.


for spring was the Earth Day challenge for five volunteers from Grasshopper Lawns in Larksville, Pennsylvania. “We spent the day fertilizing, liming, applying weed and vegetation control, and aerating,” explained Grasshop-per’s Sales and Service Representative John Patterson, Landscape Industry Certified. “Several employees from our company, including the owners, have worked with the organizers there and some have kids who currently play or who have played baseball on the field.”

Patterson noted that the field has previously been the recipient of the company’s Earth Day project, along with a city park and a soccer field. “Participating in PLANET’s Day of Service gives us a chance to do some-thing for area communities and give back to the people who live and work there,” he added.

In Colorado, volunteers from the Southern Chapter of the Associated Landscape Contractors of Colorado (ALCC) installed a new landscape for Peak Life/Radiant Church in Wood-land Park, a small community 18 miles west of Colorado Springs. Approxi-mately 30 volunteers spent the day building a flagstone walkway and patio featuring a sitting area and fire pit to be used by the church’s youth minis-try. They also fixed a drainage prob-lem, removed and replaced old turf with water efficient plants, shrubs, and grasses, and installed a drip line.

“Pastor Ken Hellmer is an Iraq War veteran who returned home to help out the community,” explained Dustin Hamilton, co-owner of Sun-flower Landscapes. “Two years ago, he reopened a small church that has been closed. Since then, he has been living off his retirement and had no funds to update the landscape.”

“The church building was built in 1969, and not much landscaping had been done since then,” said Hellmer. “What Dustin and the other volunteers did was a lot more than I anticipated. It’s been a blessing for us and it also helps to beautify our small community.”

Hamilton, a member of the lead-ership team for the ALCC Southern Chapter, designed the project and eight volunteers from his company participated in its construction. Other ALCC members participated, as well, donating their labor, equipment, and materials. The landscape renovation at

Peak Life Church was one of three Day of Service events for ALCC. Members in its Denver and Fort Collins chapters also participated in projects.

This year, the sixth for PLANET Day of Service, saw 89 projects com-pleted in 24 states, with the help of 2,200 volunteers.

DusTiN hAmiLToN (pictured) along with eight volunteers from his company helped renovate a church’s landscape.

PEAk LifE/rADiANT ChurCh now has a fire pit, among other landscaping elements, thanks to approximately 30 Day of Service volunteers.

Earth Day NatioNwiDE


Here is what I discovered as I worked with Brown and Green to make improve-ments that boosted their profits and trans-formed their cultures.

East LandscapEBrown had a mix of happy and unhappy clients as a result of running behind schedule, spending too much time doing the daily fire drill. Here are some of the highlights of what we found:

Planning the night before. Brown’s crews didn’t check-in the day before and his managers

didn’t figure out the schedule until the next morning. We changed this so plans were set the night before and posted so crews were empowered to come in and get right to work. (With mobile apps this whole challenge is going away.)

Morning routine. We chal-lenged the maintenance crews to get out in seven minutes and the

install crews in 20 minutes. It became a game, and rewards were given for beating the clock and developing techniques to

shave seconds off the clock each day. In the words of my old mentor, “You gotta measure it to manage it.”

Evening routine. Equally important was ensuring that the crews returned to the yard and

got off the clock in an orderly fashion. The evening was set up like a job, with a yard map so each employee in the crew knew what they had to do and in what time frame, and who clocked out by when.

Organization of vehicles and shop. Morning and evening routines were helped by estab-

lishing an organization for tools and equip-ment in the vehicles and shop. “A place for everything and everything in its place” became the new catch phrase. Brown tore everything off the walls and completely redid his shop organization. It created a fresh start and got everyone’s attention.

The company way. We took the employees through a process of understanding why efficiency

was critical to their success, including mundane items like showing up with shoes tied in the morning, when they drank cof-fee, etc. This set of standards we called “The East Landscape Way.”

Reduce in-between trips. As part of the company way, more than 90 percent of in-between

trips for unplanned shopping, gas, and drinks were eliminated. We asked the employees to sign their East Landscape Way agreement so that it, in effect, became a Cul-ture Contract to follow the new standards.

Routing. Emergency requests were categorized into three levels: urgent, next week, and

next visit so the office could communicate with the clients and manage expectations.

Minimum job size. Overly small jobs were part of the inef-ficiency, so clients were guided

toward a minimum job size: full day for new clients; half day for current clients.

consultant cornerBy Jeffrey Scott

HOw TO bOOsT PROfiTs and TRansfORM culTuREs

“We took the employees through a process of understanding why efficiency was critical to their success, including... showing up with shoes tied in the morning.”

EfficiEncy: a taLE of tWo companiEs

Two coNTrAcTorS APProAchED mE ABouT imProViNG ThEir EfficiENcy. EAST LANDScAPE, ruN By frANky BrowN, SEEmED To mAkE moNEy oN

JoBS BuT wAS iNEfficiENT BETwEEN JoBS. wEST LANDScAPE, ruN By JoE GrEEN, wAS ThE oPPoSiTE. hiS DAy wAS wELL orGANizED, BuT hiS JoBS wErE NoT. my PhiLoSoPhy iS ThAT ThErE ArE Two TyPES of EfficiENcy: oN ThE JoB, AND DAy To DAy.

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1 8 | Summer 2014 PLANET ADVANTAGE1 8 | Summer 2014 PLANET ADVANTAGE

Roles. We clarified each employee’s 3 Rs (roles, responsibilities, and results)

so crews, mechanics, and office work-ers clearly understood their jobs and how they fit into the larger picture.

caveat. “Charging for travel time.” Even if you charge for travel time, you

still want to minimize it, and maxi-mize the time spent on your clients’ properties. This is important for growing capacity, overhead recovery, and client satisfaction.

The result. Lost time was uncovered, overtime was reduced, overhead was reduced, client sat-isfaction increased, and produc-tion and profit were increased.

The Lesson. The more time your laborers spend on a cli-ent’s property (vs. elsewhere), the more value you create for your cli-ents, yourself, and your employees.

WEst LandscapEGreen was organized but still not mak-ing the money he wanted; his spouse was not happy that he worked so hard for so little. I uncovered the following:

Estimating. Joe did well on the smaller jobs but esti-mating was rushed on larg-

er jobs. We initiated a review process where a second set of eyes looked at the mid-to-large-size jobs and a third set reviewed the occasional extra-large jobs. With this review came needed training and process improvement.

Right tools, right job. Jobs were estimated assum-ing that the right tools and

equipment were available, which was not always the case. This was rectified, and the option of renting was intro-duced. Job processes were also created and improved to ensure quality was maintained with quicker job times.

Mix of business. Some accounts were greatly underbid. We separated

them into four categories: profitable, break-even, contributing to over-head, and big losers. We then graded the jobs for strategic fit (upsales/cross-sales, proximity, ease of doing business, etc.). And finally, we fig-ured out job by job if we had to raise prices, raise productivity, both, or fire the client.

commissions. The sales commissions didn’t make sense. Salespeople were

involved in the estimating and had impact on the job completion, but their commissions didn’t reflect this. We changed the commission plan so it aligned with the impact the sales-person had. This was a large culture change, but since everyone else in the company was getting on board, the salespeople did too.

crew incentives. The crews had an incentive in place, but it didn’t work.

Crews were mostly awarded bonuses for hitting budget, not beating it. We changed this so the crews’ incentives were aligned with company goals. It also aligned with the new sales com-missions that were put in place; this put everyone on the same page.

Optimize crew size. Some jobs were done with four-man crews, when

three- and even two-man crews would suffice. The company began

experimenting with smaller crews and with dividing super crews into two-man sub crews in order to create more accountability.

self-esteem. Self-esteem had to be addressed with the sales staff so margins

were maintained and discounts were not inadvertently given away. Low self-esteem, coupled with vague sys-tems, can leave room for unnecessary client givebacks and giveaways.

company culture. A new company culture was creat-ed, much like what hap-

pened in Brown’s company. Green’s employees needed to understand how they benefited from helping the com-pany improve productivity and make more money. Some wanted no part of it and left, some employees were asked to leave. The remaining employees stepped up and started ask-ing better questions. That’s when the efficiency really started to kick in.

The result. The company improved job efficiency in every division and became more com-petitive while making higher mar-gins. The employees, owner, and the owner’s family benefited.

The lesson. Many factors go into creating a high-profit com-pany. Be prepared to change your culture and open up a dialogue as you change your strategy and processes.

Which of these two companies are you? Once you pick, start working on the solutions, and reach out to me for help if you have questions.

JEffrEy ScoTT, MBA, author, grew his landscape company into a successful $10 million enterprise. He is well versed in growth and profit maximization in the landscape industry and is now devoted to helping others achieve profound success. He facilitates the Leader’s Edge peer group for business owners. To learn more, visit GetTheLeadersEdge.com.

“We changed [incentives] so the crews’ incentives were aligned with company goals.”

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LandcareNetwork.org 800-395-2522 703-736-9668 [email protected]

For information about any of PLANET’s services/events:

News & Education


Get certifiedLandscape Industry Certified testing is offered year-round—at industry events or via nationwide, computer-based testing centers. Computer testing is available for select exams only. For details, visit bit.ly/PLANETCert, or call 800-395-2522.▶ PLANET AwArD ProGrAm Sustainable Company Award—

Deadline, Aug. 29, 2014 The Sustainable Company Award recognizes those businesses that strive to protect and conserve resources, reduce waste, and prevent pollution, and that promote an ethic of environmental sustainability and improvement within their workplace. PLANET recognizes environmental vision and leadership in business and would like to shine a light on some of today’s green business practices as a beacon for others to follow. Visit bit.ly/PLANETAwards for more information.

▶ STArS ProGrAm Open to PLANET members and nonmembers. The STARS (Safe Training Achieves Remarkable Success) Safe Company

Program is a free to members ($50 for nonmembers), customizable safety program designed to help lawn care and landscape companies lower their total costs of risk by reducing hazards and injuries. For more information, email [email protected] or call 800-395-2522.

▶ Trailblazers oN CALL Have a tough business or technical question but don’t know where to turn? PLANET members can submit their pressing questions and receive a response within 24 hours from one of PLANET’s esteemed Trailblazers. Simply email [email protected] or call 800-395-2522.

GIC—ToGEThEr, LET’s sET NEw mILEsToNEsOct. 22–24, 2014 • Kentucky Exposition Center • Louisville, Ky. Now in its 25th year, PLANET’s Green Industry Conference (GIC) is the most highly anticipated landscape industry education and networking experience of the year. A speaker lineup composed of the industry’s leaders and most successful entrepreneurs, an exposition floor hosting nearly 500 exhibits, and an unparalleled opportunity to be inspired, learn about industry trends, and build new relationships make this an event you cannot miss! Register today at GreenIndustryConference.org! ▶ Platinum sponsor: JOHN DEEREGIC is approved for PLANET Landscape Industry Certified recertification at 1 CEU per hour of instruction attended. PGMS and HNA educational sessions also qualify toward PLANET recertification.

LawN CarE summIT: TamPaDec. 3–5, 2014 • Westin Tampa Harbour Island Hotel• Tampa, Fla. The education provided at this national forum is based on current trends and future developments in lawn care. Dual-tracked sessions offer both technical and management sessions for owners, managers, and top-line lawn care technicians. ▶ Platinum sponsor: Real Green Systems

GrEaT EsCaPEFeb. 25-29, 2015 • The Atlantis Resort • Paradise Island, Bahamas Take a break from the office and recharge with a refreshing balance of inspiration and relaxation in a beautiful setting. For more details and to register, visit landcarenetwork.org/greatescape.

Education:

VIsIT PlaNeTU.org FOR ALL OF PLANET’s EDuCATIONAL OPPORTuNITIEs.

PLANET’s educational programs are approved for Landscape Industry Certified recertification at 1 CEU per hour of instruction.

Pinar Kuruc – Supervisor Assembly

Built in America. Believing in America.*

*A majority of STIHL powerheads are built in the United States from domestic and foreign parts and components. “Number one selling brand” is based on syndicated Irwin Broh Research as well as independent consumer research of 2009-2013 U.S. sales and market share data for the gasoline-powered handheld outdoor power equipment category combined sales to consumers and commercial landscapers. © 2014 STIHL Inc.

STIHL truly believes in the productivity of American workers and businesses. So we’re proud to be one of the U.S. manufacturers rebuilding our economy one brick, one car and one chain saw at a time. STIHL believes in supporting small, local business owners like you. It means something to your clients,

to your company, and to us. Because it’s the real people, STIHL people, who help make STIHL the number one selling brand of gasoline-powered outdoor power equip-ment in America.*

To find a STIHL dealer: STIHLusa.com

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